Success

sta•tus quo

/ˈstātəs ˈkwō/ – Noun: The existing state of affairs, esp. regarding social or political issues: “they have a vested interest in maintaining the status quo”

“Status Quo” – The condition we all are describing these days. Whether talking about sales, marketing, innovation or strategy, our aim is always the same…to “disrupt the status quo.” But, this is commonly misunderstood.

While my aim for this post will center around salespeople disrupting the customer’s status quo, I believe you will find this relevant in all of its uses.

The Current Use and Understanding

Many of us in the Sales and Marketing community refer to ‘Status Quo’ quite frequently, and I would argue rightfully so. In fact, two of the foremost thought-leaders in this area, from my perspective, are Corporate Visions and CEB as their research and descriptions of the conditions and need for change are quite compelling.

When we talk and read about the status quo as our biggest competitor in the context of customers, we can misunderstand what is really meant. There is a tendency to infer that the customer has two choices – stay the same or change. I would like to reframe how we view status quo, and more importantly how we help prospects understand there is no such thing as staying the same.

A New Understanding

To properly understand Status Quo, let’s reorient back to the original Latin definition – “An existing state of affairs.” What this is speaking of is a condition at a particular point in time. In other words, there are literally hundreds of thousands of things that took their course to lead a customer, prospect, business, etc. to the point where they are now…at this point in time. This all has led to an “existing state of affairs.”

Where this tends to be misunderstood, whether by the sales rep or the prospect, is to treat the status quo as a condition that will likely stay the same unless acted upon. This is a wrong understanding. In fact, the image I used above has it exactly right…Status Quo has a downward trajectory, but is most certainly not level.

Consider it from a financial reporting perspective. If you were looking at a P/L statement or Balance Sheet, you would have a snapshot of your business at ‘a particular point in time,’ which describes the existing state of affairs. While there could certainly be some predictive qualities inferred from either of those financial reports, it does not guarantee that doing things the same way will produce the same results.

On a side note, this is one of the biggest problems I encounter when working with businesses whose growth has stagnated or declined. They tend to look back to more lucrative times and conditions and subsequently try to repeat what they had once done. This doesn’t work unless all of the other variables that were existent at the time years ago are exactly the same today. As you can imagine, this is rarely the case.

Don’t confuse what I am saying with companies that return to the fundamentals. Returning to fundamentals is often a good thing for organizations…provided their fundamentals were appropriate in the first place. I am referring more to organizations that try to recreate their past like the ‘no-longer popular’ college student that desperately tries to recreate his high-school glory days.

A Different Kind of Conversation with Prospects

With the perspective of financial reports not being a guarantee of future results, consider changing your perspective on what you are truly trying to “disrupt” when talking with prospects who are afraid to change.

Their perspective is most often one in which they believe what they are doing today is known and has some predictability that will lead to predictable results. Your conversations should help them understand that if they are not currently leading to improvements they were hoping and expecting to see, things will only get worse. You already know that if they are entertaining a conversation with you, that they are not seeing the results they had hoped for. Your proof points should be inserted at this point in your conversational choreography to bring the point home.

In Summary

If you are struggling to disrupt the prospect’s status quo, it most likely due to your failure to help them see the consequences of not changing, and leaving the prospect with the impression that what they are doing today will still work going forward. Tim Riesterer, Chief Strategy and Marketing Officer at Corporate Visions, often shares the following comments based on CEB’s research conducted with 5,000 buyers and decision makers that speak with salespeople:

86% of buyers said that the rep’s message, what they communicated in a meeting or phone call, had NO commercial impact whatsoever to them. In essence, they came away with the belief that what they are currently doing right now, the Status Quo, is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

When you speak with prospects, does your communication suggest any reason for change?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

I was recently working with some of my retail clients on ‘showrooming’ and leadership, and was reminded of some of the great principles Howard Behar spoke of in his 2009 book, “It’s Not About the Coffee.”

Whether you have read the book or have yet to read it, I would highly recommend picking up a copy. Following are just a few reasons I found to be highly beneficial:

• It’s practical, not just theoretical • It’s actionable, not just anecdotal • The focus is on People, not Product • The principles are timeless • Those you lead will benefit

10 Principles of Personal Leadership

1. Know Who You Are:Wear One Hat
2. Know Why You’re Here:Do It Because It’s Right, Not Because It’s Right for Your Resume
3. Think Independently: The Person Who Sweeps the Floor Should Choose the Broom
4. Build Trust: Care, like You Really Mean It
5. Listen for the Truth:The Walls Talk
6. Be Accountable:Only the Truth Sounds like the Truth
7. Take Action: Think Like a Person of Action, and Act like a Person of Thought
8. Face Challenge: We Are Human Beings First
9. Practice Leadership: The Big Noise and the Still, Small Voice
10. Dare to Dream: Say “Yes,” the Most Powerful Word in the World

Ever get bad advice? I read a post this morning that struck me as such as it advised 3 Questions Sales People Should Ask Every Prospect. The three questions [taken from a longer ‘disqualification checklist’ of questions] recommended asking the following questions of every prospect:

1. What is your biggest [YOUR INDUSTRY] related challenge? 2. Why is what you’re doing now not working? 3. How do you go about making a decision like this?

In this post, I would like not only to implore sales reps to avoid squandering opportunities with prospects through exploratory questioning, but also provide compelling stats on the need to get the message right — from the opening question, through the closing of the sale.

Do you have the right starting point?

CEB had done a survey among 5,000 executives and decision makers that deal with sales reps, in which 86% of them indicated that the sales rep’s message had no commercial impact whatsoever to them.

According to Tim Riesterer, Chief Strategy & Marketing Officer for Corporate Visions, he describes the buyers as coming away from conversations with reps believing that what they are currently doing right now…the Status Quo…is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

Sirius Decisions had similarly shocking results from their PMM Survey suggesting that the biggest inhibitor to achieving quota was the rep’s inability to communicate messages of value. Not surprisingly, what we communicate and how, is of great import to our results.

Yet, so many take the approach of winging it with prospects, and exploring their way through the sale.

3 Steps to Approaching Prospects Differently:

Know your prospects and know your story.Don’t call indiscriminately looking for any customer that may or may not fit your solution. Be specific and call those whose story you know and that you can help based on prior experience. Have a solid understanding of the issues those similar to them are facing in their industry

Establish credibility quickly. If you have the right story and the right prospect, you will be able to demonstrate understanding of the typical issues those in their industry face. After stating your purpose for the call, open with a statement that summarizes the business issues affecting their industry.

Validate with theprospect.Successful selling is not a monologue, but rather a well-choreographed conversation. Therefore, rather than assuming everybody has the same problem and moving on without them, follow your statement with a question to validate if they are experiencing any of the same issues you just described.

Putting the three steps together, the opening of your call with a prospect sounds something like the following:

“We work with businesses similar to yours from all over the country and have found that each commonly face one of three business issues, given the [current condition]. Their most common issues tend to be [X], [Y], or [Z]. Is your business currently facing any of these same problems?”

If you have a solid understanding of the typical issues similar businesses are experiencing, not only will you get quick confirmation, but often times they say they are struggling with most or all three areas. This allows you to start walking down the path to lead them to the center of their own story.

Even if they mention a different problem, you are still on a better path to zero in on their issues and create complete unrest with their status quo.

If they are not struggling with any of the issues you described in your opening, then you either have the wrong story, the wrong prospect, or both. Go back to step 1 and dedicate the time up front to get this right as you likely circumvented the full process and have just cost yourself a prospect and your credibility.

On the other hand, if you dedicate appropriate time to these first 3 steps of opening with credibility and delivering a message of value, you will see immediate improvement in your close ratios.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

January 27, 2013 marks the first time an athlete has ever achieved a six-peat…six consecutive gold medal performances…in the winter X Games. Tucker Hibbert did so in remarkable fashion in the Snowmobile Sno-Cross event Sunday afternoon. It wasn’t his talent alone that won the finals for him. The X Game analysts were quick to point out that this was one of the most experienced and capable field of champions they have ever seen.

What they did point to as the differentiator, rightfully so, was his preparation. You see, in between the semi-finals and finals, Tucker chose to spend his time walking the course to evaluate how the snow conditions had changed. He also spent time evaluating where the shadows were falling on the course along with identifying the intended lines he would take. It turns out that he was the only competitor that did so.

Assimilating all of that information resulted in his selection of starting lane (afforded to him because of his semi-final finish), which was counter-intuitive to where most others wanted to start from. By the time they all completed the first lap, Tucker was in the lead and on his game plan. More than half way through the race, conditions continued to change as the shadows continued to shift and the snow conditions on the track worsened.

Lap 9, Tucker was jolted by hitting a rough patch in his originally chosen line. He adjusted his line to his plan B approach by the time he reached that same rough section on lap 10 and continued to put distance between himself and the second place competitor. Six laps later, he had finished the race creating a phenomenal 13 seconds of distance between his next closest competitor.

The Mark of Effective Leadership is Reflected in Their Preparation

Tucker prepared in a way that his competitors failed to do. In fact, all things being equal, each of the competitors had the opportunity to win with similar experience, equipment and conditions. Yet, it came down to Tucker’s preparation that enabled him to respond asymmetrically to an otherwise, equal playing field. Tucker clearly had an advantage over his competition. An advantage also available to each of his competitors, but they declined, instead relying upon their own experience to see them through.

For leaders, you can certainly attest to the pressure to perform while leading your team to do the same. With the level of responsibilities a leader typically carries, the tendency can be to approach business as just another day. merely showing up and reacting to whatever the next day has in store. This is certainly no way to lead, and definitely not a recipe for intentional, predictable and repeatable success.

So how can you tell if you have fallen into this trap? Ask yourself these questions:

What do today’s actions reflect about your preparation to lead your team to success?

Specifically, what have you done today to ensure your team’s success?

Does your to-do list focus more on tasks than it does in leading your team to success?

If these questions have exposed some vulnerabilities in your daily approach, you are not alone. Be encouraged as you have taken the first step to acknowledge complacency. Complacency threatens all of us if we don’t intentionally disrupt our own status quo. Here are three steps to help you prepare differently, much like Tucker had done for his record performance. After all, wouldn’t we all like to succeed in intentional, predictable, repeatable ways as Tucker did?

3 Ways Effective Leaders Prepare Differently

Intentionality.Evaluating ever-changing conditions in the business environment requires being prepared for anything. This includes anticipating problems before they happen, and even planning how you will respond to the unanticipated. To have this ability, the leader will need to take intentional steps and set aside time to address these areas. Action: Schedule this into your calendar to address consistently and frequently. This needs to become an habitual routine.

Predictability.After you begin intentionally looking for ways to be better prepared, you will begin to see patterns. These patterns often come in the forms of team member behavior that leads to lesser performance, complacent reactions of competitors, or even economic rhythms that you can predict and address now that you see them. Action: Practice predicting outcomes privately. Start developing this capability and pay attention to predictions and what surprised you along the way before you go public.

Repeatability.When you have devoted the time to be intentional, others begin to notice your seemingly innate ability to predict outcomes and that you are well-prepared, you will find that repeatable successes happen with much greater frequency. This makes you an invaluable asset and resource to your team and your organization. Action: Look for ways to repeat your success without relying on repeating the same exact actions. Life usually doesn’t work that way. But for the effective leader that knows how to succeed repeatedly, do as Babe Ruth did and call your shots before they happen. Then make good on it by developing your intentionality and predictability muscles.

The most meaningful things in life take time to develop. Effective leadership is one of those meaningful areas worthy of pursuing. But it’s up to you. What will you choose? What will you do differently today, that will make a noticeable difference in what you and your teams do tomorrow?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

After two decades of working with individuals, managers and leaders at various levels, I have observed and identified 3 behaviors that lead to intentional, predictable and repeatable results. Practicing these three simple behaviors will put you on the fast track to cultivating confidence.

The three behaviors are as follows:

1. Self-Reflection – We can all get caught up in the activities that our jobs and personal responsibilities require. The tendency during the busyness can be to ‘act’ or ‘react’ without paying attention to whether that was the best course of action to take. Furthermore, because the focus tends to be on the task at hand, one can fail to assess if the action taken is achieving the results originally intended. For this reason, setting some time for intentional, self-reflection can shift your focus back from results, to behaviors that create the results.

When a person is more intentional about changing their behaviors to best achieve the results, and evaluates their intention in comparison to the outcome, significant learning takes place that guides your future steps.

Self-Reflection = Intentionality. I call this ‘succeeding on purpose.’ When a person intentionally reflects upon behaviors that contributes to the result, and achieves their expected result, the byproduct is greater confidence.

2. Write it down. Documenting your observations…even in the briefest of forms…is the least fun, but most rewarding when you start to see patterns. For example, consider a recent example of a person on a new diet.

Everyday, around 2:30 pm, Steve eats a candy bar out of habit. Before documenting his eating habits, Steve was aware that he had a candy bar on many days, but not sure exactly when in the day, how often, or even why he ate candy for that matter. After reflecting on his behaviors and documenting his observations, he recognized that he snacks in between two meetings as a sort of distraction from the next meeting. It wasn’t that he was necessarily hungry after lunch, craving sweets or needing an afternoon pick-me-up. He simply needed a non-work related distraction before his next meeting.

Once the pattern was observed, he recognized steps he could take to improve his eating habits by keeping granola bars on hand at that time of day. Even better, he later realized that taking a 10-minute walk outside provided a more healthy distraction before stepping in to his next meeting.

You can improve or change that in which you are aware. Without awareness, you are just guessing, which is the number one killer of confidence. Self-reflection of your behaviors, followed by documenting your observations, allows you to start seeing patterns, which creates predictability.

Documenting = Predictability. Similar to the infrequent golfer who never knows where the ball is going with each swing, so it is with the manager that can’t predict outcomes based on their actions. Just as Babe Ruth used to do in pointing to where he would hit the ball, we too have the ability to accurately predict outcomes. Predictability contributes to confidence.

3. Debrief your actions. An important, and often over-looked, activity that benefits all who do so is to debrief each action taken. The Army refers to this as an After-Action Review (AAR). This process of debriefing includes all members of the team and asks questions such as:

What was supposed to happen?

What actually happened?

What can be learned?

What should be done differently?

Who else could benefit from what was learned?

A thorough and proper debrief directly contributes to continuous learning and improved results, which enables a leader, individual and/or team to have, and repeat, success in the future.

Debriefing = Repeatability. Those that know how to repeat their successes are invaluable to organizations and to others. The ability to intentionally and predictably achieve a successful outcome at will…or repeatably…is an asset every organization would love to have.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

One of life’s unfortunate realities is that succeeding once does not mean succeeding always. As we are all aware, “success” has a shelf life…or an expiration date, if you will.

We all want it, and most work hard to get it…often times with failures along the way, and when we finally achieve the success we were after, we are brought back to the reality that this will not last forever, nor ensure success with our next endeavor. For the repeatedly successful person, that means we have to replenish our successes. The more frequently, the better.

Given that this website is dedicated to the creation of intentional, repeatable successes, I am typically less concerned with or enamored by a person’s initial success. I am more curious about what creates repeatable successes.

I have listed below a few characteristics of those that have consistently demonstrated their ability to repeat success in all areas of their life:

Learner - They have huge appetites to take in as many points of meaningful data, philosophies, best practices as possible to better inform and guide their decisions

Distiller - They not only take in data, but assimilate and distill information in ways that can be dispensed at will

Distributor – With much collected wisdom…from both success and failure…they share freely with others

Conduit - They serve as a collection point for information, knowledge, wisdom

Reasoner – They have a unique ability to mentally process complex lines of thinking

Disciplined - Through constant practice and refinement, they rehearse the behaviors that produce the greatest benefits in their personal and professional lives

Curious – By nature…or practice, they have a genuine curiosity, tending to do more asking than talking

Decisive – Decisions are made more readily, not despite the many inputs, but because of the consistent practice of collecting inputs

Observer – One other key attribute is they careful observe why success does or does not occur, so they know with surgical precision, which behaviors to repeat and which to avoid

Again, this is not an exhaustive list of characteristics and traits, but rather some of the most common attributes I have observed over the years from all walks of life. This includes both those in which I have worked and consulted as well as those, whose stories have been shared in biographies, autobiographies, or other.

What have you observed from those in which you have worked or observed that are intentionally and repeatedly successful? Which attribute is your favorite?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Have you ever considered how a professional athlete may perform in a game if they never practiced first? For the golfer, this may look like no time spent at the driving range before tournaments….or no batting practice between games for the baseball player…No free throws for the basketball player…No blocking and tackling for the Football player, etc.

Sure, their natural talent may certainly kick in and mask a bad performance during the game, but would a truly great performance be a realistic expectation of the professional athlete without first practicing?

We are all likely to agree that it is not realistic. More likely, the initial inning, quarter or period played is likely to produce mediocre results, with performance increasing as they get warmed up in real-time.

See where I am headed with this? Consider how often the sales professional jumps into the game with no warm ups. For many sales professionals, they may inaccurately chalk the first few losses on sales calls or appointments as the customer being a poor fit or uninterested. What if in truth, it had everything to do with the rep jumping in cold to a situation in which the customer would later respond better to a ‘warmed up’ competitor?

In doing analysis on contact rates some time ago on each of my outbound sales teams, I noticed that our best contact rates were generally in the morning, though the conversion rates were lower. In digging further, I saw that typically, these peak contact rates for our markets, were within 30-45 minutes of the rep’s shift beginning. The inference was that during peak opportunities with prospects, we were using the calls for what I call ‘game-time warm ups.’

Sales Warm-Up Exercises

As a result, we began incorporating warm up routines that we call ‘batting practice’ into weekly sales meetings and daily sales rep’s routines to improve our batting average. While we vary the activity to adjust to where we are needing the most practice, here are a couple quick and easy examples to follow to incorporate into your own batting practice.

Call yourself – Leave yourself a voice mail message with your most compelling point to provide value or a teaching point. Perhaps just a 30 second message that demonstrates credibility or adds value with reason to call back. See how you sound to yourself and determine if you would call yourself back. If not, refine and repeat.

Pair share – This is a quick exercise to do with a peer in which you practice a specific skill, question or comment in areas you are likely to find yourself dealing with. Over time, you will find that the paired reps begin to give more open and honest feedback on what statements ‘compelled’ and what ‘repelled.’ After all, they want the same type of feedback for themselves.

Spontaneous Reframes – At the leader level, we work on spontaneously coming up with a unique point of view and reframe on common, everyday objects or situations. The goal of these exercises is to quickly identify what we want to teach, then do a warmer statement to establish credibility in the topic and end with a reframed way of thinking about the object or situation. At the leader level, we call this ‘Iron sharpening iron.’

Those are a few ideas from what we are doing. How about you? Do you use unique exercises to warm up your sales leaders and reps?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

There’s no better way to improve the quality of information you receive from a potential customer than by asking short questions. We all can recall far too many times when we’ve sat across the table from a customer we’re trying to help–and we know we can help, if they would just provide us information about their needs and goals.

The problem is that no matter what question we ask, we get the same response: a big fat “I don’t know” (or something along that line). Then, almost without thinking, we put on our super-salesperson cape and start telling the person everything they need. Unfortunately, when it comes to getting the sale, the person turns cold.

Our problem in dealing with this type of customer is we need to find a better way to engage them and to get them to think about what they want and need–and then share that information with us.

The answer to this dilemma? Short questions. I believe that short questions get you long answers (while long questions get you short answers). What too often happens is we are talking to a customer and asking them what we believe are simple questions, but in reality, those questions are simple only to us.

To someone unfamiliar with your industry, the questions are complex. For example, we ask a question that has a couple of facts wrapped up in it. As a result, it winds up being more of a statement for which we are simply looking for feedback. No wonder clients can give us the cold shoulder and the blank stare.

What we want to do is ask short questions. In their simplest form, they are questions like “why” and “how.” Or possibly they look like this: Could you give me an example? Could you explain that again to me?

The shorter the question, the more likely we are to get a long answer. The next step is to ask them another short question, following up on what they just said. The beauty about this is it allows the client to do all the talking. By doing the talking, they’ll tell you what their needs are. They’ll tell you their big life goals and will reveal a level of information you need to determine how to best serve them.

When using the short question approach, there are only two things you need to remember. First, ask the customer a soft easy question to which you know they’ll respond. Then after they have given you a response, continue with the short questioning approach by asking, “Could you give me another example?” You then pause and allow the client to give you more information, upon which you follow-up again with another short question such as, “How?” or “Why?” Basically, you want to do whatever you can to get them talking more.

The second rule to remember is to not keep asking the same short questions. If you do, you’ll come across as an inquisitive 3-year-old rather than the professional salesperson you know you are.

You can avoid this best by picking up on a single item they shared with you and drilling down on just that one item. When you drill down on a single item, you demonstrate your listening skills and your ability to truly discern information. The beauty of this approach is when it works, the customer will many times share with you exactly what they want in a policy and they will begin asking you questions about features and benefits.

Short questions get you long answers. Long questions get you short answers. It is up to you as to the approach you want to take, but if you want to actually learn something about the customer’s needs, you will get there quicker by asking short questions.

Five words consume your every thought as you think to yourself, “I should have seen it coming!” But you didn’t.

Another sales forecast missed for the last reporting period and the revenue you thought would come in, simply didn’t. Instead, what came was the CEO’s invitation to meet with her about last quarter’s shortfall.

You were going in prepared with the four economic shifts affecting the whole industry that resulted in last quarter’s missed forecast. You rehearse the four talking points in your mind:

You are not only prepared, but convinced that these four areas are commonly understood and accepted conditions that the CEO can take to the board as the reasons for the continued declines.

As you walk into the CEO’s office, you notice the subtle, yet noticeable change in her disposition. Whereas recently, frustration ruled the day, today is different. You think to yourself, “Is she distracted? No, not distracted, but melancholic…or is that disappointment? Yes, disappointment. Or perhaps its…”

“Chris,” she says for the second time, interrupting your thoughts. The CEO wastes no time in delivering those five haunting words…”We are letting you go!” It’s funny how, when caught off guard, your mind goes to the strangest places. Instead of presenting your defense, you suddenly realize in a moment of clarity that she only uses “we” when “WE are having a good month”…or when “WE have to let someone go.” With the recent sales shortfalls, there has been no “WE are short of projections,” that’s for certain.

The rest of the 5-minute discussion–monologue, actually–is a blur. All that remains are the five words rattling around your head that you just can’t seem to shake…”We are letting you go.”

In the following days, you are less shocked by the decision as you knew this was a distinct possibility. What has really rattled you though, is that you remember the day you went from being the company’s ‘Golden-child’ to being incapable of hitting a single sales forecast for 6 consecutive months. You hadn’t done anything differently, and had kept the intensity high with your team, but you had no idea what truly caused the sales decline. What happened?

~~~~~~~~~~~~~~~~~~~

Sound vaguely familiar? Thanks to a colleague sharing his story, this likely has a healthy dose of realism for a few of you. While the end of the story may be different for you, chances are you have had a change in the business environment in which you were no longer producing the same results that came easily only a quarter earlier.

The common question is, “What contributed to the sales decline?” The more appropriate question is, “What contributed to the success in the first place?”

Let’s be honest with each other for a minute. We ‘sales and marketing types’ are an interesting breed. For many of us, we are quick to claim it was our doing when things are going well. When performance declines, we are quick to look for, and point to conditions that created the performance issues. “It certainly wasn’t my fault!”

For these exact reasons, this website was created to help the executive level leaders down to the front-line reps ‘Succeed on Purpose!’ That’s right, succeed on purpose – an operating philosophy and principle I developed over the last two decades. In other words, it is the process of creating Intentional, Predictable and Repeatable Success. Watch for my book, ‘Are You Creating Repeatable Successes?,’ in the near future.

I encourage you to not only be a reader and consumer of the concepts, methodologies and recommendations, but also a contributor. The incentive? First, it is better to give than receive. Secondly, for a select few that contribute meaningfully to the discussions and posts, I may very well use you as a contributor in my book…only with your written consent, of course.

Enjoy!

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Repeatable Success Architect

Articles on this site aim to take best practices and methodologies in Sales, Marketing and Leadership, and distill them down into practical approaches that anyone can follow.
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Jeff Michaels is an executive-level business leader with experience in sales, marketing, retail operations and manufacturing. His specialty is teaching leaders and teams how to create intentional, predictable, and repeatable success in business.